HomeMy WebLinkAboutPR 11676: EDC/CORNERSTONE RECOMI N T E R
OFFICE
MEMO
To:
From:
Subject:
Date:
Mayor, City Council & City Manager
Mark T. Sokolow, City Attorney /~ ~
P. R. No. 11676 Council Meeting March 5, 2002
February 25, 2002
Attached is P.R. No. 11676 pertaining to thc Cornerstone recommendations as
to the organization structure of the Port Arthur Economic Development Corporation
(Requested by Mayor Ortiz). This was tabled from thc Council Agenda on February
19, 2002 and thc matter was referred ro a committee comprised of three (3)
Councilmembcrs and two (2) EDC members. This latest Resolution docs keep intact
the name of thc director and reduces the actual work expected.
MTS/ts
Attachment
CC:
Ike Mills, Acting Interim Director EDC
Jim Wimberly
MCPHERSON MONK HUGHES BRADLEY WIMBERLY, LLP
3120 Central Mall Drive
Port Arthur TX 77642
z. pr 11676. memo
P. R. No. 11676
02/25/2002 - ts
RESOLUTION NO.
A RESOLUTION PERTAINING TO THE
CORNERSTONE RECOMMENDATIONS AS TO
THE ORGANIZATION STRUCTURE OF THE
PORT ARTHUR
CORPORATION
ORTIZ)
ECONOMIC DEVELOPMENT
(REQUESTED BY MAYOR
WHEREAS, the Cornerstone Group has made a recommendation as to thc
organization structure of the Port Arthur Economic Development Corporation; and
WHEREAS, thc Cornerstone Group has recommended a manager who would
be responsible for the day-to-day operations of the office and to see that the Port Arthur
Economic Development Corporation is in compliancc with all laws, rules and
regulations; and
WHEREAS, the Cornerstone Group has recommended that thc manager be
supported with one (1) clerical position and that the corporation contract with another
entity to provide marketing and economic research services; and
WHEREAS, Thc Economic Development Corporation has approved thc
Cornerstone recommendations by a vote of three (3) to one (1) on November 3, 2001,
as delineated in Exhibit "A'; and
WHEREAS, Section 14.03 of thc existing bylaws delineate the Director of
Economic Development as thc Chief Executive Officer, who oversees the
administration functions and hires employees; and
z. prl1676
WHEREAS, Sections 4.04, 4.05, 12.01 and 12.04 of thc Economic
Development Corporation bylaws allow thc Corporation to contract with other entities
to perform some of thc Economic Development Corporation tasks.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE
CITY OF PORT ARTHUR:
Section 1. That thc facts and opinions in the preamble are true and correct.
Section 2. That thc City Council approves thc policy that the position of
Director of Economic Development will also act as the manager who would be
responsible for the day-to-day operations of thc off~cc and to sec that thc Port Arthur
Economic Development Corporation is in compliance with all the laws, rules and
regulations.
Section 3. That the Director of thc Economic Development Corporation, who
will also act as thc manager, will be supported by a clerk and that another entity will be
requested to provide marketing and economic research services.
Section 4. That the Economic Development Corporation will present for
Council approval, a proposed salary for the Director of Economic Development with
due consideration to the scope of actual expected work.
Section 5. That thc Economic Development Corporation will present for
Council approval the cost and details of the contract with any other entity as to
performing some of the Economic Development Corporation tasks.
z.prl1676
Section 6. That thc Economic Development Corporation will submit an
amended budget to thc City Council for approval as to delineate the recommended
positions and salaries in the Corporation.
Section 7. That a copy of thc caption of this Resolution be spread upon thc
Minutes of thc City Council.
READ, ADOPTED AND APPROVED on this day of ,
A.D., 2002, at a Regular Meeting of the City Council of the City of Port Arthur, Texas,
by the following vote:
AYES:
NOES:
ATTEST:
OSCAR ORTIZ, MAYOR
JAN STRODER, ACTING CITY SECRETARY
APPROVED AS TO FORM:
MARK T. SOKOLOW, CITY ATTORNEY
APPROVED FOR ADMINISTRATION:
STEVE FITZGIBBONS, CITY MANAGER
z. prl1676
EXHIBIT "A"
Port Arthur Economic Development Corporation
P. (3. Box log9 ,, Pod Arlhur, Texas 77641-1089
409/%3-8195 · 409/983-8222 fax
Em,fih edc~;'l)Orlarthurtexas.tom * hlll)://www.l~°rlarthurlexas'c°m/ed~
Memo
To: Mark Sokolow, City Attomey ~ ,
From: Ike IVfflls, Interim Executive Director EDC
Date: November 16, 2001
Re: Cornerstone Recommendations for Restructuring of the EDC
The Economic Development Corporation Board of Directors approved the
Cornerstone recommendations on the restructuring of the EDC at the November 13, 2001
Board Meeting.
The vote was three to one, with Ms. Hawkins being absent. They request that this
matte~ be placed on the next Council Meeting Agenda.
Thank you so very much for all your help and assistance in this matt~. We greatly
appreciate your entire staff
IM/rk
AN ASSESSMENT VaTH RECOM2X~ND .A. TIONS
FOR THE ORGANIZATION AND OPERATIONS
OF THE
PORT ARTHUR ECONOMIC DEVELOPMENT CORPORATION
Prepared For The
Port Arthur Economic Development Corporation
By
The Cornerstone Group
April 2001
ASSESSMENT WITH RECOMMENDATIONS FOR THE ORGANIZATION AND OPERATIONS OF ~
PORT ARTHUR ]~CONOMIC DEVELOPMENT CORPORATION
TABLE OF CONTENTS
Page
Methodology and Scope of Assessment ....................................... 1
Observations ....................................................... 2
Interview Participants' Assessment of the Port Arthur Economic Development Corporation .... 3
Notable Quotes From Interviews .......................................... 4
Assessment Overview .................................................. 5
Governance and Management ............................................. 6
Marketing Programs .................................................. 7
Activities and Programs ............................ .' ................... 8
Organization and Staffing ........................................... 9 - 10
Revenues and Expenditures ............................................. 11
1999 Revenues and Expenditures for 20 Economic Development Corporations.. --..... ~. 12 - 13
Appendix A -- Suggested Outline for Standard Operating Procedures ................. 14
Appendix B -- Suggested Monthly Project Activity Report ..................... 15 - 16
METHODOLOGY AND SCOPE OF ASSESSMENT
In March 2001, the Board of the Port Arthur Economic Development Corporation (PAEDC) engaged
the Cornerstone Group (Cornerstone) to conduct an assessment of the operations and organization of
the corporation and to make recommendations for improvements prior to the selection of an executive
director.
To gain a broad perspective of the economic development issues in the community and to provide input
from diverse sources, a total of 38 personal interviews were conducted in Port Arthur by C-ornerstone
during the period March 13, 14, and 15. Interviews were held with members of the Port Arthur City
Council, the Port Arthur Chamber of Commerce Executive Committee and citizens invited from a list
developed by the Board of the PAEDC. Participants were also given a opinion survey to complete and
return by mail.
Members of the PAEDC Board, both advisory and voting, were also interviewed. However, they did
not participate in the opinion survey.
To gain an outside perspective, Port Arthur's Allies, representatives of utilities and state government,
were also interviewed. Their interviews were held in confidence with the understanding that no names
or companies would be associates with any quotes.
Development of recommendations in'this report are the results of the above interviews, the returned
surveys and the material provided about the programs, operations and organizatipn of the corporation.
A list of the materials requested follows:
PAEDC MATERIALS REQUESTED
For the Fiscal Years of: 2000 - 2001; 1999 - 2000; 1998 - 1999
1. Copy of Charter(Articles of Incorporation) 9. Agendas, minutes and financial statements for board
meetings
2. By-Laws (copy already furnished) I0.
Overall Economin Development l~lan
(Article VIII. Section 8.01)
Budgets and programs of work presented to
the city council (Article VIII Section 8.01.0
Annual reports presented to the city council
(Article VIII Section 8.05)
11.
All marketing materials to including, but limited to:
*Facts Book
*Profile
*Directories published by PAEDC
· Promotional materials
Any special reports or studies
12. Annual Reports filed with Comptroller's office
13. All written agreemenls with Other
organizations, such as universities, SBDC, etc.
6. Semi-annual reports presented to the city council 14. PAEDC press releases, news arlicles
(Article VIII Section 8.05b)
7. All policies and procedures to include 15. Any other relevant materials
incentive policies, personnel policies,
operation procedures
8. Written proposals made to prospects
Page 1 o£ 16
OBSERVATIONS
From the Interviews, Surveys and Analysis of Materials Provided
There is a strong sense that the PAEDC is over controlled and under led by the Council. The
impression is that the Council micro-manages the PAEDC and has provided little policy
direction.
Complaints about the PAEDC heavily outweigh compliments. When asked the question "What
success has the PAEDC had? ~ the only one that was frequently mentioned was the development
of the business park. Occasionally, the funding of welding training, the "call center" and the
incentive to TDI-Halter were mentioned.
There is little understanding or accord about the r01e and mission of the PAEDC. Opinions
about the mission were as diverse as tourist development or upgrade of specific neighborhoods,
to attraction of new busines§es. With such a wide-range of expectations and little consensus,
PAEDC has an impossible task'of setting direction.
The responses to the question "How would you describe economic development success for
Port Arthur?" were also varied. Participants had very different ideas about Port Arthui-'s
economic future. This poses a tough issue for the board. How do you focus programs?
4
The concern about the quality of public education and its impact on economic development was
a topic Of every interview. There is a great deal of pessimism that the PAEDC can be effective
given the status of public education. The local institutions of higher education were universally
given high marks.
While there was a consensus that Port Arthur needs an aggressive 'ec°nb--mic development.
program, when asked if a vote was held today to continue or do away with the economic
development sales tax, 26 percent of the participants said they would vote to stop collections.
7. Twenty-eight or seventy-three percent of the pa~icipants returned the opinion survey. The
response is tabulated and shown in the following table.
TIlE
page 2 of 16
PORT ARTHUR ECONOMIC DEVELOPMENT CORPORATION ASSESSMENT
Interview Participants' Assessment of the Port Arthur Economic Development Corporation
Below Average Above Excellent
Poor Average Average Weighted
Rate each statement as: Average
(0) (1)' (2) (3) (4)
1. The Port Arthur Economic Development
Corporation (PAEDC) focuses on economic 5 14 5 2 2 1.36
issues confronting the community.
2. The PAEDC is effectively using the sales tax 7 14 4 1 2 1.18
revenues to attract business to Port Arthur.
3. The PAEDC is effectively using the sales tax 8 13 4 0 2 ' 1.04
revenues to keep and expand business.
4. The PAEDC is effectively using the sales tax
revenues to improve Port Arthur's competitive 8 12 4 3 1 I. 18
position.
5. The Port Arthur City Council and the PAEDC 17 7 ~ 0 0 0.54
cooperate and work well together.
6. PAEDC communicates with Port Arthur citizens 10 11 4 2 1 1.04
about issues and program successes.
7. The PAEDC and the private sector cooperate and 7 11 8 * 1 ' ' 1' 1.21
work well together.
8. The PAEDC's board provides policy direction. 10 9 5 1 1 1.00
page 3 of 16
Notable Quotes from Interviews
"Social issues complicate and cloud the economic development process."
"The PAEDC has not done what it was designed to do... which is to bring new business to
Port Arthur."
"The PAEDC does not have: 1) knowledge, 2) commitment, or 3) vision."
"The sales tax monies are just another pocket of money for the Council to use."
"Until the school system is improved, we can't attract businesses or new residents... I can't
get anyone that works for me to live in the Port Arthur ISD."
"The PAEDC has had a lot of little successes.., it can't be everything to everybody."
"The only investments that have been attracted have had to be in Port Arthur. The real
challenge for the PAEDC is attract a company that has choices and doesn't have to be located
or expand in Port Arthur.'
"Port Arthur is tough to promote for economic development. The downtown is depressing.
The perception of labor/management relations is bad. There is no freeway to downtown -- the
only way you can get there is to gO through a bunch of traffic lights. The rowbetween the city
council and the economic development corporation plays out on TV.'
"lf you phone down there to get information, they can't even tell you where to go to get it --
they can't even answer the phone right."
GIt0IIP
Page 4 of 16
ASSESSMENT OVERVIEW
The PAEDC can only excel when it taps the full potential of having a working partnership with the
Port Arthur City Council. Currently a.partnership does not exist and, in fact, the relationship is closer
to adversarial than harmonious.
PAEDC must gain the respect, establish credibility and a partnership relationship with the Council.
How can the PAEDC be transformed and this partnership be formed.'? Here are five steps:
Initial efforts should be directed to improving this relationship by generating the programs
and activities that meet the needs and expectations of the Council. To accomplish this there
must be dialogue and communication.
2. The PAEDC Board must make a commitment to competence -- the organization must be
recognized as responsible and effectNe.
· 3. Theorganizationmustbeperceivedasmakingameanin£fulcontributiontothelivesofthe
stakeholders (Port Arthur Citizens) and building a better community.
4. The PAEDC must be viewed as a .results-oriented organization.
5. The Board must leverage its assets, build consensus and move a diverse community ahead.
The sooner the partnership with the Council is established, the sooner the PAEDC will not just have
the responsibility and accountability for the economic development of Port Arthur, but also the
authority to accomplish the iob.
Successful economic development organizations practice collaboration. There.are tight working
relationships with government, education and the private sector. The challenges of developing Port
Arthur's economy are too great, varied and complex to be handled by one organization.
PAEDC aJso needs to form a partnership with the private sector. One of the common failings of
economic development corporations with tax revenues, is failing to involve the private sector.
Resources and commitments must be mobilized from both the public and private sectors.
Today, economic development requires a set of community competencies with quality education
playing an increasingly important role. PAEDC's ultimate success is dependent to a great extent on
quality K- 12 preparation with advanced education and training. PAEDC must partner with educatio~[
to help build strength and quality into the systent.
Page S of 16
1. GOVERNANCE AND MANAGEMENT
Key Findings and Recommendations
1.1 Articles of Incorporation. The Articles of Incorporation are standard and do not need
revision.
1.2 By-Laws. The by-laws of the PAEDC are the longest, the most detail and the most
controlling of any 4A sales tax organization analyzed. There is no,question that the intent of
the legislature makes the City Council the legal stewards of the 4A Corporation.' The Board
is appointed and serves at the pleasure of the Council. The Council also approves the budget
of the organization.
However, a balance between Council's control and the Board's abilities to manage the
operations of the corporation must be achieved if the PAEDC is going to be effective. In
reality, the Council and the Board must operate as a parmership. The by-laws should be
reviewed with attention being given to changes that do not diminish Council's legal role but
give the 4A Board the authori~, the responsibility and accountability to manage the
corporation's operations. An annual operations plan and supporting budget should be
presented to the Council and once approved, the Board should have the authority and
responsibility of implementation.
1.3 Operation Policies and Procedures. The only policies provided were the City of Port Arthur
Personnel Policy. The Board should set the organization's direction through a clear mission
and operating policies and procedures that are reviewed and approved annually. The Board
is not only .responsible for the organization's compliance with laws, but it must ensure that
standards of practice are maintained. Adoption of Standard Operating Procedures and holding
management responsible for compliance will improve the operations of the organization. A
suggested outline model for Standard Operating Procedures is contained in Appendix A.
1.4 Long-Range Planning. Although the PAEDC has several planning documents, it is unclear
how they are significantly linked to one another and how any of them provide direction for
the economic development of the total city. The plans or programs neither reinforce one
another nor provide the means of achieving goals or objectives. The corporation by-laws
cha~ge the Board with the responsibility of "an overall.economic dgvelop-ment'plan for the
City of Port Arthur" and its update twice a year. (Article VIII, Section 8.01.) It is
recommended that the Board undertake a strategic planning process to provide both short- and
long-range goals and objectives and an implementation schedule.
1.5 Performance. The Board is responsible for the performance of the organization. There are
neither annual goals established nor standard reporting procedures that provide performance
measurements of activities or programs. It is recommended that the Board establish specific
one-year goals (a score card) and a monthly activity report. An example of a monthly activity
report is contained in Appendix B.
1.6 Digest of Commitments. It was impossible from the material provided to determine what
financial commitments have been made and the current status of all commitments. The Board
should require a spreadsheet that details all financial commitments, the terms and length of
each commitment. It should be reviewed at each scheduled monthly board meeting.
page 6 of 16
GROUP
MARKETING PROGRAMS
Key Findings and Recommendations
2.1 Marketing. Marketing is the core of the economic development business. The marketing
efforts of the PAEDC do not have direction or focus. The only budget item directly
associated with marketing is for advertising. Economic development marketing is direct
relationship marketing. It has to be personal, one-on-one and direct:. There should be a three-
year marketing plan that details what is to be "sold', to whom (targets) and how.
2.2 Advertising. Media advertising is considered by most economic development professiona!s
as the most ineffective way to develop prospects. For the current year, $65,000 has been
budgeted for advertising. 'Ads for Port Arthur have appeared in "controlled circulation"
publications which means that they are distributed without subscription. If media advertising
is used, it should be part of a marketing plan and not randomly done.
Collateral Marketing Materials. If PAEDC is conunitted to be competitive, all marketing
materials must be current and of first-rate quality. The materials provided were neither
current nor of competitive quality. For example, the latest labor, information in the
Community Profile was dated 1997 and contained the name of David Foster as the contact.
A prospective business should not be subjected to going through a BPOS (a big pile of stuff)
but should have an orderly presentation of information.
The purpose of a Community Facts Book is to provide prospective or new businesses with
answers about the cormaaunity. It is the core information piece concerned with doing business
in the community. Obviously, it cannot answer all of the questions that may be asked, but it
should answer 85 to 90%. Port Arthur - Open for Business is skimpy at best. It provides
little detail and is not current.
Web Site. The PAEDC web site is inadequate, poorly presented and does not link to other
Port Arthur sites such as the City or School District. Again, the latest labor information was
for 1996.
Video. The nine minute video is professionally done and presents Port Arthur in positive
terms. It is outdated as David Foster is pictured and quoted and his na~ae appears in th.e ·
trailer. Because it is "evergreen" and does not contain dated materials, it could currently be
used by removing all references to the former ExecUtive Director.
Local Communications. No materials were provided that indicated that there is an internal
communications program to inform local businesses and other stakeholders about Port Arthur
and its economic potential. The following two recommendations address this issue.
Press Releases. No PAEDC press releases were provided. There were numerous newspaper
articles provided. As a communication vehicle, the PAEDC should have the capacity to make
press releases on information about the City's economic successes and the corporation's
activities and successes.
Newsletter. One of the fundamental marketing tools is a "good news" newsletter aimed at
an external audience but also serves a dual role as a local information piece. At a minimum,
a newsletter should be distributed twice a year.
2.3
2.4
2.5
2.6
2.7
2.8
]Page 7 of 16
3. ACTIVITIES AND PROGRAMS
Key Findings and Recommendations
3.1 Business Park. The development ofthe business park is considered by those interviewed to
be a positive activity for the PAEDC and one that will help in the economic dev[lopment of
Port Arthur. It must be pointed out that the PAEDC now has two products to market. One
is the overall community and the second is a specific piece of real estate. It is incumbent on
the Board that an aggressive marketing plan for the park be implemented.
3.2 Tour of Successful Community Business and Industry Parks. It is recommended that the
PAEDC Board or a delegation visit at least two successful community parks. These
communities have successful operations that could help the PAEDC establish marketing
practices: Allen; Rockwall; Terrell; Temple or Mission.
3.3 Tax Increment Finance District. A Tax Increment Finance District (TIF) is a financing
vehicle for infrastructure development that uses the increased tax revenue stream to pay off
bonds. It is recommended that the PAEDC consider using a TIF to finance the business park.
3.4 Spec Building. The availability of buildings is a prime marketing tool for a community and
a business park. It is recommended that the PAEDC consider the feasibility of constructing
a spec building in the business park. Again there are corrm~unity models that can be visited.
Among these are: Rockwall; Belton; Paris; Killeen; or Waco.
3.5 Incentives. Incentives to attract and expand business are considered standard in today's
economic development world. PAEDC's incentive policy of $1,000 per job is not competitive
and is not an effective tool to evaluate the cost~ and benefits of a project. It is recommended
that the Board establish and get Council's approval of an incentive policy that would make
Port Arthur competitive. The policy should contain a method to determine the direct impact
of a project as a basis for establishing the amount of incentive offered.
The policy should set thresholds and qualifications for a business irC'order-to be considered
for incentives. The policy must be fairly administered so that any business that qualifies
would be considered.
3,6 Revolving Loan Fund. It is recommended that the Board set aside an amount of money that
would be used as loans to small businesses that cannot get traditional financing. To be
effective, there must be a qualifying procedure that does not,need three levels of approval.
Recipients should be required to use the services of the Small Business Development Center
and there have to be administrative controls to maximize repayment. The Board should not
be the approving authority but should provide oversight to ensure that its policies are carried
out.
TIlE
CROUP
Page 8 of 16
4. ORGANIZATION AND STAFFING
Key Findings and Recommendations
4.1
Office Location. The organization of the Sales Tax Economic Development Corporation is
unique. By law, it is not another agency, commission or board of city government. It is a
stand alone corporation with its on revenue stream. To be effective, it must have its own
identity and be able to operate as an independent entity. It is recommended that the PAEDC
offices be moved from City Hall and relocated in downtown or in close proximity to
downtown.
There are efficiencies of operations and programs by having the PAEDC, the Port Arthur
Chamber of Commerce, the Convention and Visitors Bureau and other organizations
associated with business development collocated. By networking, these organizations should
be able to deliver better client services. This is not a merging or consolidation of these
organizations. Each would maintain their respective offices, boards and staffs but would be
housed in the same building or complex.
4.2
City Services. The sales tax legislation states that "a city may not provide any funding or
services to a development corporation unless the city is fully reimbursed for the value of the
expenditure." Because the laws of investing and accounting for public funds are complex and
require contentious monitoring, it is recommended that the PAEDC continue its relationship
with the Finance Department to provide investment and accounting services.
4.3 Organization Structure. These were the two pressing questions that needed to be answered
before settling on the organizational structure recommendations:
1) "What is the best organization structure for Port Arthur in*a hig-hly ~ompetitive
environment and what makes the best uses of distinct core competencies?"; and
2) "What is the best organization structure that will improve the delivery of economic
development services?"
It is recommended that the PAEDC contract with the Port Arthur Chamber of Commerce
(Chamber) to provide marketing and economic research services. This arrangement would
take advantage of the Chamber's recognized capabilities and credibility and could result in
utilizing staff efficiencies.
(;ROIJP
Page 9 of 16
It is further recommended that the Chamber prepare and submit for the approval of the PAEDC
Board a three-year economic development marketing plan for Port Arthur and the Business Park.
The plan would include but not be limited to these elements:
· Marketing Strategy
· Local Business Retention and Expansion Program
· Attraction of Businesses and Industry to Port Arthur
· Development and Maintenance of Research Database
· Inventory of Buildings and Sites for Industry
· Collateral Publications to Support Marketihg Effort for Port Arthur and Business Park
· Target Businesses and Industries
· Staffing and Office Assignments
· Reporting Procedures to PAEDC and City Council
It is recommended that the PAEDC not engage an Executive Director as such but have a Manager
in the top staff position. The primary role of the Manager would be administrative. He or she
would be' responsible for the day-to-day operations of the office and to see that the PAEDC is in
compliance with all laws, rules and regulations. In addition to the Manager, there would be one
clerical position.
Page 10 of 16
5. REVENUES AND EXPENDIT~
5.1
The scope of this project did not call for a comparison of revenues and expenditures of the
PAEDC with other 4A economic development sales tax organizations of comparable size. To
compare one operation with another would have been time consuming and the time and effort
would not have contributed significantly to this analysis. However, information'l~rovided in
the following two tables compares the revenues and expenditures for the PAEDC with 20
cities with the 4A sales tax and provides an broad indication on the allocation and uses of
revenues. The population range for these cities is between 30,000 to 75,000.
The data for the 20 cities are taken from the Economic Development Corporation Report from
the Texas Comptroller of Public Accounts and is the latest available. No individual city
information is reported in this publication. The PAEDC information was extracted from the
corporation's report filed with the Comptroller.
~ROUP
Page I1 of 16
Average PAEDC
Item 20 EDC
Total Income $3,20~, 114 $2,035
Item % of EDC$ % PAEDC
Sales Tax 72 88
Grams I 0
Fee Income 0 0
Bond Proceeds 17 0
Other 10 12'
Total 100 I00
Source: Comptroller o f Public Account~
.,.-, TIIE
Pagel2of 16
i:')i999
ti i6 36;6oo 6 5',o°0
:: COgPA~D?ITH PORT~RT~ ECONOMICDE!~L9~
Item Average PAEDC
20 EDC
ExpeMimr~ $1,210,792 ~,688
Item % of EDCs % P~DC
Perso~el 8 33
Admnistration 9 7
Marketing/Promotion 5 7
Business Incentives 30 28
Debt Service 21 0
Capital Cosu 15 20
Affordable Hous~g 0 0
Pa~ent to T~g Uniu 8 0
Job ~a~ing 4 0*
O~er 4
Total 1~**
*less than 0.4 percent -- recorded as 0
~*mor¢ than 100% due to rounding
Source: Complroller of Public Accoun~
Page 13 of 16
Appendix A
SUGGESTED OUTLINE FOR STANDARD OPERATING PROCEDURES
A. General 1. Office hours
2. Solicitation of funds by staff
3. Ticket sales in EDC office
4. EDC funds for tickets or donations to political events
5. How recommendations for firms are handled
6. Information on available buildings and sites; collection and handling
7. How requests for information on available buildings and sites are handled
8. Uses of EDC equipment
9. EDC Sponsorship or co-sponsorship of events or programs
10. Charges for EDC publications
B. Board and Con'a'nittee Operations
1. Policy control
2. Administrative Control
3. Development and approval of policy and operating procedures
4. Changes or modification of policy positions
5. Board committees
6. Who speaks for the organization
C. Personnel 1. Relationship to City personnel policies
2. Personal committee that recommends compensation and personal policies
3. Blank crime policy (bond)
D. Financial and Accounting 1. Authorization of make expenditures
2. Expenditure not authorized in budget
3. Requirements of signing checks
4. Approval of out-of-town travel
5. Reimbursement of approved travel expenses
6.. Reimbursement of car mileage
7. Petty cash payments
8. Accounting and audit procedures
9. Investments and deposits of cash
E. Purchasing
1. Purchase of supplies and services
2. Competitive bids
F. Permanent Records I. Maintenance and filing of permanent records
2. Disposition of annual records
3. Maintenance of EDC policies and positions
4. Maintenance of EDC operating procedures
G. Reports 1. Monthly, quarterly and annual financial information
2. Monthly activity reports
3. Reports and status of commitments made by the EDC
Page 14 of 16
Appendix B
Suggested Monthly Activity Report
PORT ARTHUR ECONOMIC DEVELOPMENT CORPORATION
Project Activity Report For the Month of
Projects
Name of Firm
Funded to Jobs Jobs Capital
Status* Amount
Date Committed Created Committed
New Development
ABC Company A $100,000 $50,000 45 20 $10,000,000
Unique Products C 25,000 -0- 10 I0 750,000
Retention/Expansion
Home Boy, Inc. A 50,000 10,000 25 25 900,000
Attack Manufacturer C 10,000 3,333 5 5 50,000
Infrastructure
Roads [n Industrial Park A 200,000 200,000 57 43 1,000,000
Utility Extensions C 75,000 -0- 0 0 -0-
Total 460,000 263,333 142 103 12,700,000
*Status: C=Commkted but not accepted by company or underway
A =Committed and accepted by company or underway
Summary of Results
Jobs created to date ................................. 103
Jobs committed to date ............................... 142
Total project funding to date ........................ $263,333
Total project funding conunitted to date ................ $460,000
Total sales tax revenues to date ..................... $1,268,602
Added assessed valuation to city's roles ............... $6,930,894
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Appendix B (Con'd)
PORT ARTHUR ECONOMIC DEVELOPMENT CORPORATION
Summary of Activities For the Month of
Month Year-to-Date
Number of inquiries:
Number of written proposals submitted:
Number of prospects visited:
Number of prospect visits to Port Arthur:
Number of visits to local firms for retention and expansion:
Inquiries by product/service:
Cumulative from
Month Year-to-Date
(Date)
Announcements:
Jobs corrurfitted
Annual payroll
Square footage added
Capital investment
Company Profiles:
Related marketing activities during month:
Received by:
Submitted by:
Date: Date:
~ TII£
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